2016 JCSE ICT Skills Survey - University of the Witwatersrand

Transcription

2016 JCSE ICT
Skills Survey
Joburg Centre for Software Engineering
Authored by Adrian Schofield, Manager: Applied Research Unit
© JCSE 2016
Supported by
Contents
Executive Summary ................................................................................................. 1
ICT Skills Environment ........................................................................................... 2
The (South) African context ................................................................................ 3
Closing the gap .................................................................................................. 4
Survey Process ....................................................................................................... 5
Corporate Responses ............................................................................................. 6
Provinces ............................................................................................................ 6
Respondent Level ............................................................................................... 6
Type of Enterprise .............................................................................................. 6
Size of Enterprise................................................................................................ 7
Sectors .............................................................................................................. 10
Sector Skills Plan Correlation ........................................................................... 11
MICT SETA .................................................................................................... 11
Other SETAs .................................................................................................. 13
The ICT Sector .................................................................................................. 20
ICT Priorities .................................................................................................... 21
Business Capabilities ........................................................................................ 23
Staff Dynamics .................................................................................................. 23
Corporate Preferences ..................................................................................... 25
Recruitment Value ......................................................................................... 25
Training Methodologies ................................................................................ 25
Management Development ........................................................................... 25
Local Recruitment ......................................................................................... 26
Skills Needs .................................................................................................. 27
Impact on Business ........................................................................................... 27
Corporate Summary ......................................................................................... 29
Practitioner Responses......................................................................................... 30
Practitioner Profile ............................................................................................ 30
Practitioner Roles ............................................................................................. 32
Multi-tasking..................................................................................................... 34
Skills Acquisition .............................................................................................. 35
Conclusions ......................................................................................................... 37
Bibliography ........................................................................................................ 38
Executive Summary
The Joburg Centre for Software Engineering (JCSE) is a University of
Witwatersrand partnership with government and industry. This is the JCSE’s
seventh edition of its survey of skills trends in the South African information &
communications technology (ICT) sector.
The state of the South African economy is depressing the demand for ICT skills as
the sector’s clients cut back expenditures. Although we have seen a global
recession in the last few years, demand in Europe and the United States for ICT
skills appears to be increasing or holding steady. South Africa is falling behind its
peers in Africa (notably Kenya, Nigeria and Egypt – our economy is now placed
third in Africa behind the latter two countries) who are putting greater emphasis
on the contribution that technology plays in economic growth and social
development.
We continue to express our concern at the lack of improvement in South Africa’s
basic education for the majority of pupils. Exposure to and familiarity with ICTs
for all learners is essential, in order to equip them to adapt the modern tools to
their daily lives. Some laudable initiatives have appeared (such as the use of
tablets in Gauteng schools) but they have yet to reach a sustained, critical mass
for all grades of learner.
Trends in technology adoption place increasing emphasis on cloud, big data/
analytics, mobile devices, data security and “Internet of Things”. In 2016, our
survey once again identifies six leading priorities for managers of ICTs.
Information Security has become the clear leader, followed by Network
Infrastructure, Software as a Service/Cloud Computing, Database Development
and Application Development. Because of its growing profile, we have separated
Big Data/Internet of Things from the Business Intelligence/ Knowledge
Management (BI/KM) category, and it now appears in seventh place. Had we left
it combined with sixth place BI/KM, this category would have been a close
second to the highest priority.
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The MICT SETA used a new model in 2014 to estimate the number of employees
in the Media, Advertising, Information and Communication Technologies sector.
Previously, they have reported up to 200 000 such workers but the new model
estimates that this is much greater at 495 000 and could be as many as 665 000.
Similarly, the model increased the number of employers in the sector from
approximately 4 500 to almost 20 000. We are not yet in a position to validate
these numbers, since the source is a report that has not been revised in the
intervening period, although the 2016 SSP update is due in Q3.
Until we can interrogate the model’s predictions, we have not been able to
improve our estimates of job opportunities.
2016 JCSE ICT Skills Survey
ICT Skills Environment
Many of the characteristics of the global ICT sector that were mentioned in our
2014 report (JCSE, 2014) remain true in 2016. What were then emerging
technologies, such as cloud computing and the Internet of Things (IoT), have
become mainstream and the issue of cybersecurity has risen to top-of-mind for
many senior executives.
The structural pattern of the international ICT sector continues to shift away from
the models of the 20th Century, as we see enormous value being created and lost
in large and small ICT enterprises. Devices are being manufactured in Chinese
factories for most brand names. The rapid obsolescence of successive models is
showing signs of waning, as consumers see less reason for “upgrade” at such
frequent intervals. Microsoft bought and disposed of the Nokia handsets business
– and Nokia is supplying network hardware to China. Finland shed 15 000 jobs
from the mobile phone business but cannot find the 7 000 software developers it
needs (Fortune, 2016).
Technology developments have reached the stage of being referred to as “The
Fourth Industrial Revolution” (World Economic Forum, 2016), signalling
disruption of the business models and labour dynamics that heralded the 21st
Century. The introduction and increased use of robotics, machine-to-machine
communication, nanotechnology and 3D printing (just as examples) will
inevitably reduce the demand for labour used for white-collar roles and
repetitive tasks. There will be a converse increase in demand for the specialised
skills that create, implement and maintain the new technologies, although
predictions indicate the numbers of people required will be lower than the
numbers of workers displaced.
A working paper from Empirica (www.empirica.com) at the end of 2015
suggested that the European market could absorb 756 000 ICT practitioners by
2020 if only sufficient supply was available. Of these, about one-third would be at
management level, which implies the candidates will have to have experience
and business skills as well as technical ability. Forbes reported in January 2016
that more than 209 000 cybersecurity jobs in the United States were unfilled and
quoted Cisco as reporting the global figure at 1 million such job openings (rising
as high as 1,5 million by 2020).
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Cisco announced in June 2016 that it will invest $10 million over two years in a
scholarship programme to increase the pool of talent with critical cybersecurity
proficiency. The scheme is aimed at diversifying the IT security industry by
attracting veterans, women and young IT workers to enter the cybersecurity
profession.
The message to decision- and policy-makers seems clear. There is an immediate
unsatisfied need for skills in the ICT sector that is only going to get worse in the
medium and long term. Significant and sustained investment in education (at all
levels) and training is required to have any hope of alleviating the skills gap.
Workers who will be displaced by technology must be re-skilled and
communities must instil a growing culture that “work” is not provided by
“employers” but created by entrepreneurs and individuals who provide services
and who derive value in a knowledge-based economy.
The (South) African context
In previous editions of the Survey, we have referred to the optimism of potential
growth in the African economy, the opportunity for investment in ICTs to fuel that
growth and the challenges presented by the shortage of skills to design,
implement and maintain the infrastructure and services required across the
continent.
There continue to appear hopeful signs that the potential can and will be fulfilled.
Significantly more international bandwidth is being installed, fibre networks are
spreading in the main urban areas and the number of users of mobile devices
continues to grow. More services are being delivered via those devices,
including mobile money and transport sharing. IBM has opened its second
Research Laboratory on the continent, at the Tshimologong Precinct in
Braamfontein (Johannesburg). SAP has achieved remarkable success with is
Africa Code Week events. Rwanda showed off its technology capacities during its
hosting of the World Economic Forum Africa conference. Amazon, which has run
a development centre in Cape Town since 2004, has opened an office in
Johannesburg.
However, all is not well. Political turmoil continues to bedevil the lives of many
Africans, often exacerbated by the effects of droughts and floods. South Africa is
no longer the leading economy in Africa. The South African economy is showing
worrying signs of sliding into recession, following a shrinkage of GDP by 1,2% in
Q1 2016. Political uncertainty and poor leadership are negatively impacting many
sectors – as an example, they have resulted in failure to implement vital projects
in the ICT sector, such as the switch to digital terrestrial television services and
the implementation of the national broadband network.
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These two issues alone have delayed by years the opportunity to see tangible
benefits from improved access to broadband services for learners,
entrepreneurs, businesses and government departments.
A Canadian blogger (http://www.itbusiness.ca/blog/the-it-skills-shortage-factor-myth/66407 accessed 2016/03/22) suggests that the skills gap is more of a
perception than a reality, asserting that employers seek combinations of skills in
an individual that do not exist and that individuals with the required skill sets will
not work for the salaries offered. This resonates with our findings about the
average number of task sets performed by South African practitioners (see
“Multitasking” on page 34).
Our view is that the ICT skills gap in South Africa is a reality that continues to
haunt the country’s ability to lift its performance across all sectors to the level that
will sustainably address the unacceptable burdens of poverty and
unemployment.
Closing the gap
The JCSE is one of many players on the field that is the South African ICT sector.
Other players include government departments and agencies, commercial
enterprises (local and international) and non-profit organisations and
associations. A new player, supporting what is now an “old” objective, is the
B-BBEE ICT Sector Council, monitoring and promoting the targets of the revised
ICT Sector Codes of Good Practice.
The challenge is for the players to form a cohesive and coordinated team that
clearly identifies the goals that need to be scored and the rules that frame the
strategy and tactics used to overcome the opposition.
As our sporting codes understand only too well, having one or two excellent
players in the side does not make for a winning team. There continue to be many
excellent initiatives in the provision of better education and training for roles in
the ICT world but, all too often, these appear as isolated “games” on a portion of
the field, rather than a coordinated team effort under inspired leadership.
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We believe that the Department of Telecommunications & Postal Services (DTPS)
will launch the National ICT Policy in the coming months. We urge all
stakeholders to take the opportunity to translate the policy into capacity-building
by ensuring that coordinated skills development provides the building blocks for
creating the dynamic, sustainable ICT sector that will support the growth of South
Africa’s economy and the improvement in the lives of all who live here.
Survey Process
The Skills Survey continues to follow the process established in 2008. Its objective
is to identify the most pressing skills needs from the corporate perspective,
balanced with the view of current skills capacity of the practitioners and their
intentions for future skills development. The questionnaire, devised by the JCSE,
is in a consistent format to track trends and is published as an on-line survey, with
additional responses gleaned from telephonic interviews. In 2016, as for the
previous two surveys, we were assisted in this regard by Eduflex (a Cape Town
company), who offered us the use of their Virtual Assessor™ survey engine and
hosted the on-line access. Our thanks go to their team for great support.
As previously, we acknowledge the assistance of the IITPSA (Institute of
Information Technology Professionals South Africa) and the Information
Technology Association in bringing the survey to the attention of their members.
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Any use of this Report (in whole or in part) must acknowledge “2016 JCSE ICT
Skills Survey” as the source. Please direct any queries and requests to
[email protected].
Corporate Responses
In this section of the report, we analyse and comment on the responses received
from employers, usually from the executives and managers responsible for ICT
creation, implementation and support functions. Corporate response levels in
2016 are very similar to those experienced in the previous surveys.
Provinces
All nine Provinces were
represented (2009 to 2014 – 9;
2008 – 5) and 38% (2014: 45%,
2012: 42% , 2011 – 34%, 2010:
40%) of the respondents were
located in Gauteng, 12% (2014:
23%, 2012: 24%, 2011: 27% ,
2010: 44%) in Western Cape and
14% (2014: 10%) in KwaZulu
Natal. In spite of a reduced level of response from the Western Cape, this
pattern is a reasonable reflection of the geographical distribution of ICT
enterprises in South Africa.
Respondent Level
We may be suffering respondent
fatigue at senior level, as only
7% of the respondents were Clevel executives or Directors
(2014 - 26%; 2012 – 27%; 2011 –
48%; 2010 – 34%; 2009 – 45%)
and 23% were Managers (2014 38%; 2012 -40%; 2011 - 42%;
2010 – 30%; 2009 – 25%). 54% of
respondents’ job titles were not
clearly executive or management level. The overall number of respondents was
greater than in 2014.
Type of Enterprise
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There was a lower proportion of South African privately-owned (non-listed)
companies in this survey at 40% (2014 - 44%; 2012 - 56%; 2011 - 63%) and, also
lower at 9% (2014 – 18%; 2012 -18%; 2011 - 19%; 2010 -13%), were South African
listed companies. These lower percentages are largely due to an increase in
responses from academic institutions in 2016.
Size of Enterprise
46% of the enterprises have less than 50 employees (2014 – 41%; 2012 – 45%;
2011 - 44%; 2010 – 62%; 2009 – 50%; 2008 – 40%) and 22% have between 50 and
250 staff members (2014 – 32%; 2012 – 28%; 2011 - 16%; 2010 – 25%; 2008/9 20%).
29% of all respondents employ less
than 10 people internally to supply ICT functions (2014 – 27%; 2012 – 31%; 2011 39%; 2010 – 45%; 2009 – 40%). This emphasises the need to pay attention to the
effect of policies and incentives on small and medium enterprises, which continue
to be in danger of “falling off the radar”.
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This preponderance of small businesses in the sector weighs heavily on the need
for more effective transformation as the latest B-BBEE Codes come into force
following the establishment of the B-BBEE ICT Sector Council late in 2015. One of
the priority focus areas is Enterprise and Supplier Development and the skills
needs of these SMMEs must be met, if they are to become sustainable links in the
procurement chain.
By way of comparison with the sector’s formal data source, we look to the MICT
SETA’s published reports. It is disappointing that their web site has not published
any new sectoral data since our last report in 2014. We hope the 2016 update to
the SSP will be published timeously. Therefore, we repeat the tables used
previously.
The MICT Sector Size of Employers per Sub Sector
Sub-Sector
0-49
50-149
150+
Total
Advertising
Film and Electronic Media
Electronics
Information Technology
Telecommunications
2293
2355
2107
9144
1194
40
98
40
299
75
11
68
48
143
44
2344
2521
2195
9586
1313
Unknown
1951
17
10
1978
Total
19044
569
324
19937
Source: The MICT SETA OGS, 2014
Number of Levy-Contributing Companies1
Sub-sector
Advertising
Film and Electronic Media
Electronics
Information Technology
Telecommunications
Grand Total
Levy
Payers
2010/11
Levy
Payers
2011/12
Levy
Payers
2012/13
356
211
458
1 750
417
3 192
436
277
529
1 989
514
3 745
453
306
554
2128
425
3 866
Levy
2013/14
526
654
378
2442
491
4491
Payers
Growth in No
Of Companies
2013/14
16%
114%
-32%
15%
16%
16%
These tables (above), from the SSP (see “Sector Skills Plan correlation”, below),
presented us with a challenge. The first shows an estimate of the total number of
companies in the MICT sector, while the second reflects the number of levy
paying employers. This was the first time we have seen the relationship between
the total and the levy-paying companies in the MICT SETA Sector Skills Plan
(SSP).
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The 2014 SSP reports an estimated total of 153 880 employees in the levy-paying
portion of the MICT sector, down from 162 579 in 2013 and 193 032 in 2012
(181 157 in 2011).
1
Some organisations were unallocated to a sub-sector during analysis and were excluded
Number of Employees by Sub-sector, 2009 to 2013
2009
100000
90000
80000
70000
60000
50000
40000
30000
20000
10000
0
2010
2011
2012
2013
Advertising
Film and Electronic
Media
Electronics
Information
Technology
Telecommunications
2009
11181
12888
26337
76452
52475
2010
11020
10849
28122
77981
52880
2011
9046
12608
27197
79611
53125
2012
12055
12835
26889
86554
54699
2013
7647
13038
20895
66489
46016
Source: The MICT SETA OGS
We do note that only 6% of the increased base of employers is submitting a
Workplace Skills Plan, which seems to us to be a very small proportion, even
allowing for the preponderance of small enterprises in the total.
The MICT SETA SSP (MICT SETA, 2014) included the following comments:
“For smaller employers, it is assumed that those employers not submitting WSPs are
likely to be employing significantly fewer employees than those submitting WSPs.
For medium sized employers, it is assumed that they employ almost a third less than
those submitting WSPs. For larger employers it is assumed that they employ almost
the same. These assumptions were further modelled per sub-sector and the results
there reflected a total of about 439,756 employees in the sector.
“The following table provides an estimation of the potential total number of
employees in the sector based on the modelling assumptions mentioned above.
Table 1: Modelling output of the number of employees in the sector
Sub-sector
0-49
150+
50-149
Total
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Advertising
Electronic Media and
Film
Electronics
Information
Technology
Telecommunications
Unknown
Grand Total
3074
1905
3404
2989
2754
17728
9232
22621
4891
19099
14306
39480
34629
115995
53827
174575
4567
1691
35226
10661
892
71732
141519
20172
332797
156747
22755
439756
“A similar model was built with the underlying assumption that given the variety of
employers submitting WSPs, those not submitting are of equivalence in terms of
size. The model based on that assumption reflected a total employment of over
665,000 for the MICT sector.”
As commented in 2014, this was the first time we have seen the use of this model
by the MICT SETA, which significantly increases the base number of employees
assumed to be in the sector. This would negate the conventional wisdom that
there are as many “ICT” practitioners employed in non-MICT sector companies
as there are indicated above. The proportion would probably reduce to one-third
of the total. We will comment on this further, when we are able to interrogate the
MICT SETA model to establish what proportion of the employees are engaged in
what we would recognise as ICT-related occupations.
Sectors
Our 2016 survey elicited responses from employers in half of the sectors
represented by SETAs. This is a little lower than in some previous surveys but not
significantly so. This was due to several factors, including:



Most small and many medium enterprises use COTS (commercial off the
shelf) technology products and services, requiring no internal dedicated
support resources
Many small and some medium companies who do need technical support
will engage third party service providers as and when required
Some managers are not willing to respond to a voluntary survey from
another sector in addition to their statutory reporting for their own sector
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Of the responding enterprises, 52% were operating in the MICT (including
electronics) sector (2014 - 56%; 2012 – 54%; 2011 – 53%; 2010 - 67%; 2009 –
57%); none (2014 - 10%) in Insurance; 22% (2014 - 6%) in the Education/Training
cluster; 5% in Energy & Water (2014 – none); none (2014 - 5%) in Banking and 5%
(2014 - 3%) in Financial Services. The remaining enterprises were drawn from the
Manufacturing/ Engineering, Mining, Retail/Wholesale, Safety & Security,
Transport and other Services sectors.
85% (2014 - 82%) of the responding enterprises have been in business for more
than 5 years and only 5% (2014 - 2%) existing for less than 2 years. This
reinforces the suggestion that a high proportion of the small businesses added to
the MICT SETA base since 2012 remain “below the radar” in terms of
participation in this Survey.
Sector Skills Plan Correlation
MICT SETA
The JCSE ICT Skills Survey samples the views of employers and practitioners in
the ICT field with the intention of informing decisions about skills development,
particularly but not exclusively in respect of tasks related to software creation,
implementation and support. This work is seen as complementary to the statutory
data presented in the Sector Skills Plan (SSP) (MICT SETA, 2014) produced
annually by the Media, Information & Communications Technologies Sector
Education & Training Authority (MICT SETA).
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In examining the relationship between the two, it is important to understand the
difference between them. The corporate data gathered by the JCSE is supplied
voluntarily by executives and managers in response to invitations to participate
published in the media, direct approaches and through various institutions and
associations. The “ICT operations” that they manage will exist within enterprises
from all economic sectors, as well as from those that are seen as ICT companies.
However, it is only the latter group that falls within the ambit of the MICT SETA –
its levy payers. The JCSE Survey focuses on ICT practitioners in all sectors, while
the MICT SETA data includes all employees in MICT levy-paying companies.
The different rationales for the two documents (this Survey and the SSP) lead to
different views of what should be the same phenomenon. The levy payers’
reports of hiring reflect the reality of filling vacancies, while the respondents to
the Survey tend to indicate what they want, rather than what they get. So, while
the 2014 SSP reflects a recent decline in employment numbers after a period of
slow growth, the Survey traditionally reports a much higher demand – demand
that would be satisfied if supply at the right price was available and not
constrained by external factors. This demand scenario is also reflected in the
regular Career Junction Index (CJI) reports, available online from
https://www.careerjunction.co.za/downloadindustrytrends . The May 2016
edition of the CJI indicates that Information Technology is the industry highest in
the demand table (Career Junction, 2016), where vacancy levels have been
increasing for 6 months. The same report also shows increasing vacancies in the
Telecommunications industry over the period March-May 2016.
Readers may refer to the detail in the MICT SETA SSP (op. cit.) but we previously
noted the following scarce skills numbers for the period 2014-2016, summarised
from Pages 92-104 (the pragmatic scenarios) from that report:





Sub-sector
Prev*
2014
2015
2016
Advertising sub-sector
Electronic Media & Film sub-sector
Electronics sub-sector
Information Technology sub-sector
Telecommunications sub-sector
140
50
530
3 200
540
686
658
424
9 928 10 006 6 831**
1 693 1 125 2 272
7 972 7 136 8 671
1 073
970 1 460
*The “Previous” column contains the figures taken from the 2012 table in the
MICT SETA SSP. We believe this represented only the data from levy-payers,
whereas the latest numbers in the other columns include the additional numbers
estimated according to the new model adopted by MICT SETA.
**We note that more than half of these very high numbers are “Multimedia
designers” and “Multimedia specialists”. These numbers were generated by the
modelling algorithm and have since proved to be incorrect. Given that the MICT
SETA model suggests total employees in the EM&F sub-sector are less than
23 000, it suggests a phenomenal growth in multimedia activities, requiring more
than 13 000 new specialised skilled employees over three years.
We are not able to comment on the significant disparity between the “previous”
and the “new” numbers from MICT SETA, which arises from the use of the model
data instead of the WSP data.
We await the publication of the 2016 SSP update by MICT SETA, in order to reexamine their estimates of the number of employees in the various sub-sectors.
The increased numbers for scarce skills (ignoring the EM&F sub-sector) need to
be seen in the context of the considerably larger “sector” numbers reported by
MICT SETA (see the section on Size of Enterprise, above). In 2012, the JCSE ICT
Skills Survey reported a vacancy rate of between 10% and 15%, equating to
20 000 to 30 000 opportunities. In 2014, given the new, larger base from the MICT
SETA model, we scaled that up to around 40 000 vacancies, but at a lower
vacancy rate of 7%. However, we have not yet been able to test this against
updated data from the MICT SETA. We also believe that the stagnant South
African economy and the lengthy delays in implementing government projects
(e.g. SA Connect, digital migration) are severely constraining opportunities in the
ICT sector, so we are hesitant to repeat the 2014 extrapolation.
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The JCSE supports the comment on P.62 of the SSP:
The ICT industry cannot afford to wait for local, regional, or national government to
provide solutions to the skills crisis. Tertiary education institutions do not possess
the required responsiveness. The ICT profession will have to own, and solve, the
crisis through an ecosystem of scalable initiatives. A culture of “learn from at least
one other, and train twice as many” is required.
Other SETAs
Once again, we have reviewed each SETA’s SSP to establish any references to
skills relevant to the ICT job roles. Not all SETAs publish updates to their SSPs
with any regularity and several fail to make the latest edition available through
their web sites. This exacerbates the paucity of comprehensive and current data
needed by skills development policy makers and talent managers across the
board.
AgriSETA
The 2011-2016 SSP update (AgriSETA, 2015) has no specific mention of ICT roles,
beyond a note that Information Technology is increasing in importance for
commercial farmers (P.60).
BankSETA
Banks are one of the larger employers of ICT skills, outside of the MICT sector.
The Banking Sector Skills Plan 2013-2014 (BankSETA, 2013) has the following
comment under the heading, “Technological issues”:
The banking industry has recently witnessed a number of radical technological
innovations that continuously challenge the skills landscape. Technology is one of
the enablers of innovation and the big four banks are investing R3,5bn in technology
in the medium term. Mobile banking, in particular, is revolutionising the practice of
banking, bringing in delivery cost efficiencies, ushering in branchless banking
(predicted to drop by 21% from 2 877 currently to 2 285 in 2016) and attracting
massive customer uptake by those with a low income. Electronic channels of
banking have yielded handsome returns for South African banks who want to exploit
this strategy as they expand into Africa. Technology has facilitated the
rationalisation of physical banks and has provided vast opportunities for the sector,
especially in the area of service delivery, it has also created new competitors and
threats.
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At the retail level, the major shifts have been the move to mobile banking and the
activities focused on improving financial services directed at the low-income
groups. Africa has one of the highest mobile phone penetration rates, which
presents a big and lucrative opportunity to offer mobile banking services. These
activities include improvements in access to financial services or payment
mechanisms by the unbanked and the use of social media for marketing and
product development.
Mobile banking presents a unique opportunity to extend banking to people in
remote regions and rural areas however the cost of the technology could undermine
this imperative. According to stakeholders it is important to engage with mobile
operators to reduce the cost of access to mobile technology. However, the challenge
for mobile banking is the legislative hurdle that still needs to be balanced to allow
for a foolproof system of money transfer before this transformed way of banking can
grow. Although technological advances facilitated more efficient services and
products, banks now have complicated risks through the convergence of crime and
system applications.
Many activities in investment banks are highly automated and computerised. This
level of automation of operations continues to increase across trading and
transaction systems. In addition, many clients demand tools to enable them to trade
and transact electronically. Higher transaction volumes, the global movement of
funds and the advent of seamless integration make automation a necessity to reduce
operational risks and assist in the reconciliation of large volumes and values of
transactions.
Retail banks have become heavily reliant on social media to determine trends and
customer needs, run advertising campaigns, gather complaints and receive
feedback from consumers. However, social media has a reputational impact, and
banks have centralised the function to specific divisions that manage social media
comments.
Retail banks have also become very innovative and have focused on streamlining
systems to provide clients with seamless and speedy service. This includes teller
cash recycle units, which enables, among others, the reconciliation of deposits and
recordkeeping systems. ATM technology has saved ‘face time with tellers and
consultants’ and have improved access to many poor South Africans living in remote
and rural areas.
The consumer is highly dynamic and young and is looking for speed, feedback and
decision-making in real time and the ability to provide service in a convenient
manner. This necessitates a digital process. In this regard, stakeholders stress that
digital migration (enables competition) should be undertaken in a customer centric
manner.
Implications for skills
• On the issue of skills supply and demand, stakeholders concluded that due to the
convergence of technologies, there is an increased need for 21st-century ICT skills
as a generic driver of change.
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• Because of integration across business units, staff needs to have an understanding
of technology across disciplines and different business units. Investing in upskilling
initiatives on ICT skills and product knowledge is therefore critical.
• Technology is driving innovation in product development and system usage,
resulting in vigorous competitiveness, which drives an approach termed ‘crossselling’, focusing on providing a comprehensive solution to a client. The solution
entails client profiling and offering a range of products commensurate with the
profile.
• Entrants into the banking market have to understand technology and the shift in the
way of doing business in the sector. As a result of technology, most scarce skills are
not directly related to banking. These include computer programmers, process
engineers and generally people in the ICT industry.
• This paradigm shift to a digital dispensation requires the following set of skills:
sales staff that understands technology and relationship management and process
engineers that understand controls should possess banking experience and
customer relations skills.
We make no apology for quoting the entire section because the banking sector is
a major employer of ICT skills and this represents significant recognition of the
contribution of those skills to the enterprises within the sector. This recognition is
further emphasised under the heading of “Drivers for change” in the same report
(P.45):
Technology is still a major driver of change in this industry. Mobile and internet
banking, in particular, has significantly reduced the cost of service delivery by IB
service providers, ushering in the era of branchless banking, contributing to
seamless and efficient service, and simultaneously exposing the industry to the risks
of electronic crime and fraud. Not only did technology change the landscape of
service and financial access, but it has also changed the skills set of a ‘banking
employee’, who requires generic complex ICT skills as entry requirements to the
sector.
Although no numbers are projected in the report, the following are identified as
scarce skills in the retail and investment banking sub-sectors:







Digital Designers
Systems Engineers (process engineers, systems architects, IT System
Developers)
Forensic/Fraud/Security Specialists
Business Analyst
Digital Forensic Analyst/Investigator
Mobile and Digital Specialist
Systems Integrator/Systems Architecture
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15
In addition, the following are included in the table of critical skills:








Network skills
IT governance
ERP technical knowledge
Database planning development
IT risk
Network support
Specific systems training
IT operations
CATHSSETA
The 2014-2017 update to the SSP (CATHSSETA, 2015) does not mention ICT skills,
although there is a possible overlap into the roles of TV equipment operators,
sound and light technicians with the Electronic Media & Film sub-sector of the
MICT SETA (see graph below).
CHIETA
The Chemical Industries SETA SSP has no specific mention of ICT skills.
EWSETA
The Energy & Water SETA SSP for 2011-2016 (EWSETA, 2014) includes a number
of ICT roles in its Scarce Skills list for the Electricity sub-sector for 2013 (P.76):






Computer network & systems engineer (252301)
Software developer (251201)
Programmer analyst (251202)
Technical ICT support services manager (252902)
ICT Project manager (133102)
IT manager (133105)
The Water sub-sector Scarce Skills list includes:


Electronics engineer (215201)
Electronics engineering technologist (215202)
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16
There is no indication of the numbers involved.
EDTP SETA
From the 2011-2016 SSP (EDTP SETA, 2013, pp. 156-162), we extracted the
following information. Workplace Skills Plans from schools have indicated that
(among others) Maths, Physical Science and ICT teachers are in the Immediate
Scarce Skills category and that Information Computer Technology and IT Training
are in the Immediate Critical Skills category. The FET colleges show IT Lecturers
and Electronic Technicians in the Scarce Skills group.
Universities indicate a need for 300 Computer/Software Specialists and 200
Systems/Business Intelligence Analysts. At the Universities of Technology, the
focus is on Information Security and Network Security, with 40 Critical Skills
opportunities for each of database administrators and enterprise systems
engineers.
FASSET
In the 2014 update (FASSET, 2014), under the heading “Developments in
Technology”, FASSET states: “Accountants need to stay abreast of changing
technology and the associated business risks. They need to advise their clients on
how to manage the risks and apply new skills to use technology effectively.
Data security is becoming a crucial issue and all businesses have to introduce
additional measures and controls to safeguard data security and to ensure statutory
compliance with the manner in which information is collected, stored, used and
destroyed. This drives the need for information technology professionals and
technicians.” …
“Many of the professional vacancies that organisations had difficulties in filling
require a combination of tertiary (often postgraduate) qualifications, professional
registration and work-related skills.
Some of these vacancies necessitate specialised knowledge in fields other than
finance e.g. law, information technology and engineering.”
FASSET lists the number of people needed for occupations where skills shortages
are experienced (for the years 2013/14 and 2014/15). Relevant to ICTs, the
details are:
13/14 14/15
251101 ICT Systems Analyst
26
16
251201 Software Developer
42
40
251202 Programmer Analyst
11
11
251203 Developer Programmer
70
44
251401 Applications Programmer
30
26
252101 Database Designer and Administrator 58
50
FoodBev SETA
There is no change to the information shown in the 2012 report, indicating the
need for ICT Project Managers (25), ICT Support Engineers (85) and Systems
Analysts (315) over the five year period to 2016.
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






FP&M SETA
In the 2015 update to the SSP (FP&M SETA, 2015), there is mention of Information
technology expertise in the top ten critical skills for the sector.
There was no quantification of the relevant skills needs in the update.
HWSETA
There is no mention of ICT skills in the 2014-2015 update to the SSP for the period
2015-2020, beyond occasional reference to the unspecified skills needed for the
national health information systems.
INSETA
The INSETA SSP update in 2015 (INSETA, 2015) indicates that the role of ICT
Systems Analyst occurs both in their 2014-2015 and 2016-2017 Inseta (sic) sector
scarce skills lists.
More detail comes in the scarce skills lists:





251203 Developer Programmer Level 01 to Level 07 Need in 2014/15= 34
251101 ICT Systems Analyst Level 03 to Level 08 Need in 2014/15= 25
251101 ICT Systems Analyst Level 03 to Level 08 Need in 2015/16= 24
The following references to ICT skills are made under the “critical skills” section:


3+ years experience in Java software plus experience in a corporate of
more than 5000 employees
10+ years experience in multiple IT programs
LGSETA
The LG SETA published a 2014 update to its SSP for 2011-2016 (LG SETA, 2014).
Included in the absolute scarce skills list for 2013/14 (P.179) is 54 Information
Technology Managers. Included in Relative scarce skills (P.180) are 136 ICT
Specialists and 65 Systems Administrators.
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MERSETA
The current merSETA SSP update (merSETA, 2015) has little reference to ICT
skills, beyond passing mention in generic terms.
PSETA
We are unable to find a more recent SSP for this sector. The PSETA SSP (PSETA,
2011) which we accessed in 2014 does list a number of occupational categories
under the list of scarce skills, with an indication of the total needed. They include
the following, relevant to ICT skills:


Information & Communication Technology Managers
ICT Trainers
303
6 006

ICT Support Technicians
449
SASSETA
The SASSETA was placed under administration in 2015 and has not published an
update to the SSP since the 2013 edition.
The SASSETA 2013-14 update (SASSETA, 2013) to the SSP lists the following as
scarce and critical skills:
Scarce skills:
Defence fraternity: Cyber Crime Investigators
Justice fraternity: IT Security Specialist
Policing fraternity: Cyber Crime Investigators
State Security fraternity: Network Specialist, Information Security
Organised labour: Information Communication Technology Specialists
NGOs: IT Specialist
Critical skills:
Corrections fraternity: IT (system developer, business analyst and Information
Security)
Legal fraternity: IT Skills/ Cyber Law
Policing fraternity: Computer skills, IT Skills
State Security fraternity: ICT Training Skills, Cyber Crime Investigation Skills,
Business Analyst Skills
Organised labour: IT Specialist
There is no quantification of the needs.
Services SETA
The 2014-15 update for the Services SETA SSP (Services SETA, 2014) refers to the
European Commission estimate of 900 000 vacancies for ICT professionals in that
region by 2015 but there is very limited reference to ICT skills in the sector
needs.
Specifically, there is a need for 558 ICT Systems Coordinators in 2014/15 (P.57)
(scarce skills) and 6 231 assorted line/operation managers for technology/
computers/gadgets (P.66) (critical skills).
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19
TETA
The Transport sector’s 2014/15 SSP update (TETA, 2014) mentions the following
scarce skills (with OFO codes), without quantification:




Electronics Engineers 215201
Aviation Software Engineer 251201
Technical (ICT) Support Services Manager 252902
Quality Systems Manager IT/Manager 121908

Electronics engineer (railway signalling; testing & commissioning) 215201
TETA also mentions IT / information technology in the critical skills tables,
without further qualification.
W&R SETA
The W&R SETA’s SSP for 2015/2016 (W&R SETA, 2015) includes the following
paragraphs (P.28/9):
In order for the Wholesale and Retail Sector to become efficient, effective and
economical enough to maximise profit margins and customer experience,
technological change is critical. The retail industry is in the midst of a consumer
revolution. The key drivers of this revolution are the rapid adoption of mobile
devices, digital media and tablets equipped with shopping applications.
Wholesalers and retailers risk potential growth and development if they do not stay
abreast of technology.
The type, level and mix of skills required by multi-channel retailing presents a
challenge to the sector. The W&R SETA needs to focus skills development on
initiatives such as learnerships that include new technologies and training in digital
media, social networking and marketing. The skills development emphasis should
include developing of talent pipelines to harness customer strategies.
The SSP (P.47) also states that there are no OFO codes for what it identifies as
scarce occupations for the e-Retail sector – specifically: e-Commerce Planner,
e-Commerce Manager, Web Integrator, e-Retail Manager, e-Retail Assistant and
Call Centre Agent. (NB. We believe that OFO Codes exist for the Web and Call
Centre occupations.)
W&R SETA stakeholders also commented that “Software developers are no longer
just technical people – they now need to be both technical- and business-minded.
This combination is difficult to find, and when they are found they are very
expensive.” (P.50)
The ICT Sector
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20
Although it is commonly recognised that ICTs are the tools that enable improved
performance in most fields of human endeavour and that growth in the use of ICTs
is critical to building sustainable economies and social cohesion, we continue to
suffer from a lack of current, coordinated data about the so-called sector in South
Africa.
This lack leads to fragmented policy initiatives based on flimsy and obsolete
information, the effectiveness of which cannot be properly measured. The JCSE
urges all the stakeholders to recognise their dependence on ICTs and to
integrate their activities, horizontally and vertically, to create a sound, holistic
foundational view of the attributes and dynamics of the country’s ICT enterprises
and practitioners.
ICT Priorities
Our respondents have once again shown a more muted view of their top ICT
priorities, as indicated by the generally lower values of the 2016 (blue) and 2014
(red) “bars” in the graph. Information Security has moved to the head of the
pack, which is unsurprising, given the number of “hacks” and “leaks” that have
been reported in recent times.
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21
The 2008 Survey identified the top 6 priorities overall, based on the selection of
their own top 3 by each respondent. That analysis showed Business
Intelligence/ Knowledge Management to be the top-ranked priority, followed
by Application Development and Software as a Service. These were
supported by Service Oriented Architecture, Web Development and Mobile
Computing.
In 2009, the data was revised to include all identified priorities, and the chart
showed that Application Development was that year’s top priority, with
Business Intelligence/Knowledge Management being pushed into third place
by the entry of Network Infrastructure in second place. CRM, Information
Security and the Operating System were the supporting cast, although there was
little difference between many of these “other” priorities.
We thought that the emphasis on Network Infrastructure in 2009 reflected the
realisation that effective broadband access is essential if enterprises are to
benefit from the technology innovations becoming available.
The 2010 survey was revised to indicate what each respondent thought was their
1st, 2nd and 3rd priority for the coming year. Application Development retained
its top spot for the second year, with Web Development, Software as a Service
and Business Intelligence/ Knowledge Management just surfacing above
several other contenders for the next most significant issues. We observed that
the spread of interest among the second and third tiers of “priorities” indicated
the wide range of challenges facing enterprise decision-makers who need to
keep their information systems capable of delivering services that support the
changing business needs.
We also commented that if we compare the changes over the three year period,
we could see a significant drop in the importance of Business Intelligence/
Knowledge Management and a significant increase in the interest in Web
Development. We felt the lowered interest in Software as a Service (SaaS) in
2009 seemed to have been an anomaly and this opinion was confirmed by the
2011/12 and 2014 results.
In 2011, we showed the Priority Progression picture over the four years of the
Survey. We could see that Software as a Service was definitely high on the
agenda, albeit as a second priority, while Application Development was still the
firm favourite as first priority. Managers continued to face a wide range of
challenges in applying technology to support business needs and it is notable
that Mobile Computing emerged from the “also ran” ranks in 2011. The
popularity of tablet computers and “smart” phones was cementing the demand
for the adaptation and implementation of systems that offer safe, secure and
reliable facilities for mobile workers.
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22
The 2012 results follow a similar pattern to that established in 2011, with
Software as a Service/Cloud Computing now leading the field. Network
Infrastructure and Information Security move into second and third place
respectively, pushing Application Development into fourth slot. However, the
differences between these rankings are not great and we can add Business
Intelligence/Knowledge Management and Database Development to
complete the Big Six of priority issues in the year ahead.
In 2014, the Big Six becomes the Big Five. The ranking of the top five priority
areas remains unchanged from the previous survey – in descending order, they
are Software as a Service/Cloud Computing, Network Infrastructure,
Information Security, Application Development and Business Intelligence/
Knowledge Management (which now includes Big Data/Analytics). It is almost
impossible to separate the next five areas of priority attention – they are:
Database Development, Mobile Computing, Web Development, Data Storage
and Operating System.
In 2016, we can once again identify six leading priorities. Information Security
has become the clear leader, followed by Network Infrastructure, Software as
a Service/Cloud Computing, Database Development and Application
Development. Because of its growing profile, we have separated Big
Data/Internet of Things from the BI/KM category, and it now appears in
seventh place. Had we left it combined with sixth place Business Intelligence/
Knowledge Management, this category would have been a close second to the
highest priority.
Overall, the Survey results continue to support the view that enterprises have to
utilise a growing range of technologies to meet their business needs. They must
take advantage of the opportunities arising from the innovation in business and
personal technologies, whilst recognising the increasing threats presented on the
cybersecurity front, otherwise they will lose competitiveness.
Business Capabilities
This chart shows that our respondents continue to indicate that the top
capabilities that will contribute to success for their businesses are Managing
Relationships (with clients/users) and Delivery of Operations to those same
stakeholders. In response to “Which do you need most?” the sought-after
capability is planning architecture and infrastructure, now tied with managing
relationships and closely followed by delivery of operations.
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23
Staff Dynamics
Trends in skills demand are not easily identified, due to the fragmented and
incomplete data received from employers in and outside of the MICT sectors.
There is no doubt that the stagnant state of the South African economy (the latest
growth rate forecast is down to less than 1%) does not encourage hiring of new
employees, particularly those with little or no experience. The successful
innovations in technology solutions to drive efficiency ensure continued demand
for many of the skills relevant to the design, creation and implementation of those
solutions.
JCSE would like to corroborate this poor growth with the information in the MICT
SETA SSP, which reports the actual staff numbers from its levy payers who submit
annual returns. Under the heading “Size of Enterprise” (above) we indicated that
the MICT SETA reported a significant decrease in employees of around 40 000
(25%) between 2012 and 2014. The only comment in the SSP indicates this may be
due to differing numbers of WSPs submitted, rather than linking it to the state of
the economy.
The pattern of staff retention policies
in 2016 is similar to previous years.
Performance bonuses and
professional development
programmes and continue to lead
the preferences, but succession
planning has taken over from
increased basic pay as the third
policy. Comments from respondents
reinforce the importance of information security, indicating this as a particularly
hard field of skill to retain. Programmers are also identified as being difficult to
hold on to.
There continues to be a mix of line managers and senior executives holding the
responsibility for training, although there is a small increase in the presence of
HR executives in this role. JCSE suggests that line managers should be able to
identify training needs among their teams but the responsibility for executing the
training programmes should rest with a manager whose role is focused on this
activity. Sourcing appropriate interventions and monitoring their effectiveness is
a distraction for operational managers and should be “outsourced” to the HR
function.
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24
The percentage of employers recruiting overseas in 2016 has jumped to 26%,
after showing a decline to 12% in 2014 (from 18% in 2012). The few who indicated
their sources showed preference for African countries. In previous Surveys, the
source has more often been India or Eastern Europe. There is a steady stream of
applications for “critical skills visas” via the South African embassies and
consulates, as the country remains a desirable destination for ICT practitioners.
The increase in respondents recruiting overseas may reflect a worsening lack of
locally available candidates with experience, combined with a growing
awareness of the “critical skills visa” as a key to medium term residence in South
Africa.
Corporate Preferences
Recruitment Value
The relative importance of prehiring qualifications and
certifications shows a distinct
change in 2016 from the previous
pattern. Internationally recognised
standards have taken over from
graduate degrees as the most
important “value”, with industry
association certificates moving into
third place.
Vendor certificates continue to be least-rated in the recruiting process but are
more highly valued as indicators of ability to support specific products or
technologies during the course of employment.
Training Methodologies
The 2016 picture of the
training methodologies
preferred by employers
is similar to the pattern
set in the previous two
Surveys. Onsite is still
preferred to offsite and
knowledge sharing with
peers follows self-study
(discs/ videos/books
and e-Learning) as the
top scores onsite.
We are pleased to note
that more than half of
the respondents to the
ITWeb Brainstorm CIO Survey 2015 (op. cit.) report an active IT internship or
apprenticeship programme in their organisation.
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25
Offsite, academic institutions are just ahead of vendors and commercial training
companies as the venue/supplier of choice, but there is little to choose between
these results.
Management Development
In 2016, mentoring has again become the preferred approach to management
development, followed by continuing education and formal management
courses. In the 2014 results, formal management courses took the lead from
mentoring as the preferred approach to developing management skills,
continuing the trend shown in 2012, when this approach moved from fourth to
second place.
There is no doubt that investment in current and future managers will come under
close scrutiny, now that the B-BBEE Council for the ICT sector has started
operations.
Local Recruitment
In 2010, when we first
asked this question, on line
was the recruitment source
of choice. Since then,
employment agencies have
continued to lead this field,
showing the value they add
by pre-selecting and
verifying candidates, albeit
at a cost to the employer. In
2016, this trend has
reversed and on line has
returned to the top spot by a clear margin.
Universities continue to head the choice of institutional sources, and it is
encouraging to see an improved popularity of the Universities of Technology.
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26
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Skills Needs
This is an important chart, reflecting the balance between skills shortage and
skills sufficiency. The blue/red bars indicate current demand and the green/
purple bars the anticipated state in 2017.
Big data design/analytics shows high demand now and in the future with low
sufficiency for both periods. To a lesser extent, this pattern is repeated for
infrastructure design/management, process management and information
security. It is not surprising that the latter shows the highest demand level, given
that this field has become the highest priority among our enterprise respondents
this year. Just as worrying is the gap between the demand and the supply for big
data design/analytics.
In contrast to the 2014 indications, the enterprises showing demand for testing
and programming skills are lower than the enterprises reporting sufficiency for
both periods.
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27
The pattern of demand for programming languages in 2016 shows the leading
languages to be Java and C#, followed by VB.NET and PHP. 2014 was very
similar to 2012, with Java, C#, .NET, C++ and VB the most popular.
Impact on Business
In continuing to track this opinion from our respondents, it is concerning that the
proportion reporting a serious impact of the skills shortage on their business
remains high. In 2008, all respondents indicated that the skills shortage was
having at least a major effect
on their business.
In 2009, 75% still said that the
skills shortage was having a
major effect on their business.
In 2010, the 75% shrank to
45%, suggesting that the
demand for critical skills
lessened significantly,
perhaps because more
suitable candidates were
available. However, in 2011, more enterprises were again concerned about the
skills shortage, with two-thirds reporting at least a major effect.
In 2012, there was another small improvement, with 60% of enterprises indicating
that the skills shortage was having a major (or more serious) effect on their
capacity and 40% (34% in 2011) showing that the effect was minor or nonexistent.
In 2014, this pattern continued, with a minor shift of 1% less in the major concern
zone.
In 2016, the gap has widened again with 71% reporting at least a major effect
(including a high 29% indicating a threat to their viability). We repeat last year’s
comment that it is interesting that, in spite of the reduced level of economic
activity, the skills shortage continues to impact management perceptions to this
extent.
Our findings are supported by the ITWeb Brainstorm CIO Survey (ITWeb
Brainstorm, 2015), which showed lack of skills to be the second “top concern”,
reported by 70% of respondents.
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28
In the same vein, the global
economy is having a greater effect
than in 2014, with 25% (2014 –
12%; 2012 - 21%; 2011 - 34%) of
respondents indicating that it is
harder to recruit their skills needs.
Only 40% indicate the economy is
having no effect on recruitment
(2014 – 53%).
Corporate Summary
There are three main categories of corporate respondent for the JCSE’s ICT Skills
Survey: the suppliers of ICT products and services and the employers of ICT
skills as part of a non-ICT business, split between commercial and government
users.
Our current sample levels do allow us to identify top-level trends and highlight
some issues, but we recognise that the users of this report would prefer to be
able to extract information in more depth about areas of specific interest. We will
continue to seek ways of increasing the respondent numbers in future editions to
enable this in-depth analysis.
In 2011, we highlighted the need for greater cooperation between the SETAs in
respect of ICT roles performed across the board. We thanked the MICT SETA for
their efforts to facilitate this in 2012 but observe that there is still much progress
to be made. It does not make sense that the collection of vital employment data
continues to be disjointed and inconsistent. We are pleased to note that the MICT
SETA has embarked on a project to map the OFO codes to industry job roles and
qualifications pathways. We hope this will assist with improving the coordination
between the SETAs, StatsSA and the Departments of Labour and Higher Education
& Training.
Overall, the ICT skills shortage continues to constrain South Africa’s capacity to
increase economic activity and create jobs. The ongoing failure of the education
system to generate a cohort of young people who are familiar with technology
and its application in daily life, who are interested in developing and
implementing ICTs and who are work-ready when they exit from the system is
unaffordable. There are some beacons of hope in the education system and in the
enterprise development arena. They must attract the investment and policy
support they deserve.
Regardless of the political uncertainty ahead of municipal elections and the
staving off of the ratings downgrade in mid-2016, the shrinkage of the economy
by 1,2% in Q1 of 2016 serves to emphasise that South Africa must immediately
grasp the opportunities arising from increased engagement with and
transformation of the all-important ICT sector.
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29
What remains to be seen is the extent of the impact of the revised ICT Sector
Codes of Good Practice and the introduction of the B-BBEE ICT Sector Council’s
monitoring and facilitation activities into the equation in 2016.
Practitioner Responses
Our pool of practitioner respondents remains fairly constant and we are satisfied
that the sample is large enough from which to draw valid conclusions. In this
section of the report, figures in (brackets) are the 2014; 2012; 2011; 2010; 2009
results, respectively.
Practitioner Profile
Our “average” practitioner respondent
has not changed much in the last 8
years. He’s in his mid-30s, lives in
Gauteng, has more than 10 years’
experience but has only been with this
current employer for 3 years, working
as a manager or a developer.
70% (68%; 68%; 64%; 47%; 66%) have
a tertiary diploma or higher
qualification (with almost half of them
studying the field of Computer Science.
69% (69%; 68%; 69%; 43%; 70%) are
living in Gauteng, 16% (16%; 16%; 16%
; 47%; 16%) in the Western Cape, 7%
(7%; 7%; 7%; 6%; 7%) in KZN. The
2010 anomaly between Gauteng and
Western Cape resulted from a
particularly enthusiastic campaign for
practitioner responses by CITI in that
year. All Provinces are represented in
the 2016 respondents, as they were in
the previous 5 surveys (although the
Northern Cape number is small enough
to be below 1% of the overall).
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30
21% (21%; 21%; 21%; 20%; 21%) of the practitioners who responded are female
– from the perspective of South Africa’s pursuit of gender equality, the lack of
improvement in this particular area is of concern. However, this is not unique to
South Africa, as this ratio is commonly found across the industry globally and has
shown little signs of significant change for many years. Only 8% (8%; 8%; 6%;
10%) of respondents are under the age of 25 – showing little improvement in the
low number of new entrants to the ICT sector in recent years.
We have inserted a new question into
the JCSE ICT Skills Survey in 2016,
asking practitioners how long it took
them to become employed, after they
had completed their studies. The good
news is that three-quarters were either
employed immediately, or within a
relatively short period. This is an
indicator that demand exceeds supply.
From the statistical perspective, it is not bad news that “only” 6% waited more
than a year (or much longer) before they found a job. From the respondent’s
point of view, of course, this is very bad news. We intend to pursue this question
in the future, to identify the trend.
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31
There is no change to the fact that most respondents work in a small (1-9)
department or a large one (100+). 56%
(56%; 57%) have performed their
current role for between 1 and 5 years,
48% (48%; 50%) have worked for their
current employer for between 1 and 5
years and only 3% (3%; 3%) have been
in the industry for less than a year,
continuing the trend shown during
2010-2014. In 2008, this figure was as
high as 22%, supporting the trends
identified from the Corporate
respondents of the drastic decline in
hiring in the past three to four years.
55% (55%; 57%) of responding
practitioners have been in the industry
for more than 10 years.
55% (54%; 55%; 53%; 72%; 60%; 57%) of respondents work in the ICT sector.
We attribute the 2010 anomaly to the CITI responses mentioned above. With
more than 40% of practitioners working in other sectors, this underlines the
pressing need for the coordination of data from ALL stakeholders in a formal,
credible methodology. We continue to suggest that the SETAs set up a transsector mechanism that acknowledges the pervasive nature of ICTs and the skills
required to support the various technologies. We note that the MICT SETA has
embarked on a project to standardise the nomenclature of job roles and
responsibilities and the levels of expertise and professionalism associated
therewith.
77% (78%; 79%) of practitioner respondents are in permanent employment.
This proportion is almost unchanged from 2009. The flexibility of skills
resourcing offered by the existence of the contractor pool (17% of respondents)
is a long-standing vital component of the ICT industry’s ability to apply labour
where and when it is needed.
Practitioner Roles
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32
12% (11%; 10%; 10%; 9%; 5%) are
working as executive managers, 27%
(29%; 22%; 30 %; 18%; 10%) are
managing Operations or Development,
15% (14%; 14%; 15%; 29%; 15%) are in
Programming or Development roles and
another 21% (20%; 22%; 21%; 17%;
15%) are in Support functions.
There are some inconsistencies between how respondents view their level in the
enterprise and the job title that they report. This issue supports the need for
rationalisation of the job titles and job roles used in industry and the Organising
Framework for Occupations (OFO) codes used by the SETAs and DHET.
As with the previous 3 surveys, in 2016,
more than half of the respondents are
“platform” aligned, with Servers and PCs
predominating. This reinforces the
variation from the earlier years of the
survey when only one-third fell into this
category.
Page
33
In software development and
implementation, database management
systems continue to occupy the largest
number of practitioners for the second
year, closely followed by significant
numbers involved in customised/
bespoke software. We introduced the
animation and mobile/gaming categories
in 2012, but there has been little growth
in the number of practitioners reporting
in these categories. Internet of Things
and Big Data/Analytics were introduced
in 2016, as emerging application
environments and we expect to see significant moves towards them in the next
few years. Web-based systems/e-Commerce remain important, ahead of
packaged software.
The emphasis on servers and DBMS shows the continuing importance of business
intelligence and knowledge management systems to support decision-making.
Engagement in mobile systems and other communications infrastructure reflects
the continuing trend towards mobile users.
Multi-tasking
We see little change in the
range and mix of business
activities engaging the
practitioners. The average
South African ICT practitioner
continues to perform multiple
task sets, with only a few
identifying their role as
“specialist” in nature. An
average of 4,8 (4,7; 5,0) task
areas are engaging technical practitioners and 2,9 (2,9; 3,7) for the businessfocused people. Only a minority of respondents describe what they do as
involving three or less areas of activity. As we have commented before, we
understand that it is appropriate for complementary roles to be performed over
time, such as design, developing requirements, programming, testing and
maintenance. In small enterprises, skilled practitioners will be responsible for all
phases of management, administration and systems development.
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34
This is the seventh report in
which we have raised the flag
on the multi-tasking issue. If a
practitioner perceives that they
are performing as many as a
dozen different roles, from
technical consulting to
administration, from
programming to client
management, from business
analysis to outsourcing
arrangements, it is difficult to see how they can maintain focus on specific
objectives while juggling these responsibilities. It is unlikely that they have the
required strengths in all these activities or the time available to carry them all out,
which would lead to a degree of underperformance in some areas. It also leads
to over-dependence on the individual concerned, who may be perceived as
“irreplaceable”.
From the economic policy standpoint, there is much to be said for greater
division of labour, to enable the employment of more people at lower average
salaries. However, we believe the current culture of employing personnel who
multi-task is embedded in the South African ICT sector and it will take a long time
for this to change.
Skills Acquisition
As in the previous six surveys,
respondents showed how they
had acquired their skills in the
past, to qualify them for their
current post, and how they
intended to acquire skills in the
future, to maintain their value in
the job market.
Looking ahead, there is very little change from the last three years. Skills
acquisition through experience, supported by short courses that lead to
certification (whether vendor-specific or not) are preferred by practitioners.
Pressure of work makes less time available for continuing academic studies, even
on a part-time basis, even though this has become the preferred method of
learning (by a small margin). In spite of the preference for on-site learning,
almost as many respondents indicate that the transfer of knowledge is best suited
to an environment outside of the actual workplace.
Page
35
In 2014, we changed the
presentation of this response to
indicate the primary
contributor to skills
development of the
practitioner. The predominance
of “on the job experience or
mentoring” is fairly constant,
reported by 27% (29%) of
respondents in this survey.
Previously, when taken as the
one of many interventions, the
results were (2012 – 80%; 2011
– 80%, 2010 - 89%, 2009 – 86%, 2008 - 90%) in the acquisition of skills to date.
The remaining distribution was largely unchanged. Employers are less
enthusiastic about certifications than the practitioners, reinforcing our suggestion
that two factors are at play. Commercial training providers convince practitioners
that their courses will “open doors” and practitioners are willing to acquire a
certificate even though it may not directly influence their employment, perhaps
as part of their continuing professional development (CPD).
As would be expected from the
preference for on the job training,
the use of knowledge sharing and
self-study are the preferred selfpaced learning sources. As far as
external providers are concerned,
the balance between academic,
commercial and vendor is similar
to the alignment shown in the last
three surveys.
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36
[The rest of this page is intentionally left blank]
Concluding Remarks
Since the first JCSE ICT Skills Survey Report in 2008, we have repeatedly
expressed mixed emotions about the state of play in the South African ICT sector.
There are many beacons of hope in the myriad initiatives to improve the size and
depth of the talent pool, the greater reach of wireless and cabled infrastructure
and better support for fledgling enterprises.
There continue to be many frustrations arising from poor and delayed policies,
fragmented representation and disjointed data.
The continuing threads that this research reveals are: the need for investment in
teaching and training; the potential contribution to society that filling the ICT
skills gap will make; the benefits that can come from better coordination and
planning; the urgent need to move plans from discussion to execution.
Page
37
Our peers in Africa have embraced these threads and are weaving successful
interventions from them. South Africa cannot afford to be left behind.
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Published by JCSE @ Wits University
+27 11 717 6390 [email protected]

2016 JCSE ICT Skills Survey - University of the Witwatersrand

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